LEADER 01154nam0-22003491i-450- 001 990001087690403321 035 $a000108769 035 $aFED01000108769 035 $a(Aleph)000108769FED01 035 $a000108769 100 $a20000920d1989----km-y0itay50------ba 101 0 $aeng 200 1 $aProbing the Weak Interaction$eCP Violation and Rare Decays Proceedings of Summer Institute on Particle Physics July 18-29, 1988$fEdited by Eileen C. Brennan$gProgram Directors Gary J. Feldman, Frederick J. Gilman, David W.G.S. Leith 210 $aStanford$cStanford University Press$d1989 215 $a147 p.$d26 cm 225 1 $aSLAC Report$v336 610 0 $aParticelle elementari 610 0 $aRaggi cosmici 610 0 $aAcceleratori 676 $a539.72$a539.73 700 1$aBrennan,$bEileen C.$045299 702 1$aFeldman,$bGary J. 702 1$aGilman,$bFrederick J. 702 1$aLeith,$bDavid W. G. S. 801 0$aIT$bUNINA$gRICA$2UNIMARC 901 $aBK 912 $a990001087690403321 952 $a33-180.12A$b20100$fFI1 959 $aFI1 996 $aProbing the Weak Interaction$9335509 997 $aUNINA DB $aING01 LEADER 02290oam 2200565 450 001 9910704298503321 005 20160406094009.0 035 $a(CKB)5470000002438685 035 $a(OCoLC)933611606 035 $a(EXLCZ)995470000002438685 100 $a20160104d2015 ua 0 101 0 $aeng 135 $aurbn||||a|||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aTo prohibit gaming activities on certain Indian land in Arizona until the expiration of certain gaming compacts $ereport together with additional views (to accompany S. 152) (including cost estimate of the Congressional Budget Office) 210 1$a[Washington, D.C.] :$c[U. S. Government Publishing Office],$d[2015]. 215 $a1 online resource (20 pages) 225 1 $aReport / 114th Congress, 1st session, Senate ;$v114-199 300 $aTitle from title screen (viewed on Jan. 4, 2016). 300 $a"December 18, 2015." 320 $aIncludes bibliographical references. 517 $aTo prohibit gaming activities on certain Indian land in Arizona until the expiration of certain gaming compacts 606 $aOff-reservation casinos$xLaw and legislation$zArizona 606 $aTohono O'odham Indians$xLand tenure$zArizona 606 $aGambling$xLaw and legislation$zArizona 606 $aGambling$xLaw and legislation$2fast 606 $aOff-reservation casinos$xLaw and legislation$2fast 606 $aTohono O'odham Indians$xLand tenure$2fast 607 $aArizona$2fast 608 $aLegislative materials.$2lcgft 608 $aLegislative materials.$2fast 615 0$aOff-reservation casinos$xLaw and legislation 615 0$aTohono O'odham Indians$xLand tenure 615 0$aGambling$xLaw and legislation 615 7$aGambling$xLaw and legislation. 615 7$aOff-reservation casinos$xLaw and legislation. 615 7$aTohono O'odham Indians$xLand tenure. 801 0$bGPO 801 1$bGPO 801 2$bGPO 801 2$bSTF 801 2$bCOO 801 2$bOCLCO 801 2$bOCLCF 906 $aBOOK 912 $a9910704298503321 996 $aTo prohibit gaming activities on certain Indian land in Arizona until the expiration of certain gaming compacts$93477038 997 $aUNINA LEADER 05263nam 2200625 a 450 001 9910782474403321 005 20230617035005.0 010 $a1-283-20324-3 010 $a9786613203243 010 $a0-470-15876-X 024 3 $z9780470835680 035 $a(CKB)1000000000556577 035 $a(EBL)469005 035 $a(OCoLC)608623775 035 $a(SSID)ssj0000190153 035 $a(PQKBManifestationID)11165848 035 $a(PQKBTitleCode)TC0000190153 035 $a(PQKBWorkID)10187519 035 $a(PQKB)10039073 035 $a(MiAaPQ)EBC469005 035 $a(Au-PeEL)EBL469005 035 $a(CaPaEBR)ebr10295999 035 $a(CaONFJC)MIL320324 035 $a(EXLCZ)991000000000556577 100 $a20050609d2005 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe leadership gap$b[electronic resource] $ebuilding leadership capacity for competitive advantage /$fDavid S. Weiss, Vince Molinaro 210 $aMississauga, ON $cJohn Wiley & Sons Canada$dc2005 215 $a1 online resource (356 p.) 300 $aDescription based upon print version of record. 311 $a0-470-83568-0 320 $aIncludes bibliographical references and index. 327 $aContents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview 327 $aUNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS 327 $aDEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS 327 $aTOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS 327 $aPart Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS 327 $aWHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED? 330 $aStudies consistently show that quality leadership development programs pay off for companies -- in the form of shareholder returns, market share growth, and sales. However, many companies have inadequate leadership development programs. This book challenges traditional views of leadership development with a perspective that focuses on recognizing leadership as a source of competitive advantage. If you're a manager or an HR leader, The Leadership Gap offers the practical, effective strategies you need to close the leadership gap in your organizations, unleashing leadership potential for 606 $aLeadership 615 0$aLeadership. 676 $a658.4/092 700 $aWeiss$b David S$g(David Solomon),$f1953-$01108927 701 $aMolinaro$b Vince$f1962-$0958334 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910782474403321 996 $aThe leadership gap$93717769 997 $aUNINA